HomeMy WebLinkAbout2.c. City Administrator Evaluation4ROSEMOUNTEXECUTIVE SUMMARY
CITY COUNCIL
City Council Workshop Meeting September 15, 2010
AGENDA ITEM: City Administrator Evaluation
NDA SECTION:
PREPARED BY: Dwight Johnson, City Administrator
AGENDA NO. q o
ATTACHMENTS: 2009 Evaluation Form
APPROVED BY:
RECOMMENDED ACTION: Discuss procedure for the 2010 City Administrator evaluation.
BACKGROUND
According to both contract and practice, the City Administrator should be formally evaluated at least once
each year. Although my anniversary date with the City is August 18th, it has proved more convenient and
useful to actually conduct the evaluation after the preliminary budget is approved in early September, since
that is one of the main responsibilities of the City Administrator.
After consulting with Mayor Droste, he suggested that a discussion of the evaluation process for this year
be added to this workshop agenda for discussion.
DISCUSSION
Questions that may need to be addressed include:
1. Does the Council want to use the same form as last year (attached)?
2. Do you need any information from me?
3. What is the due date for the forms to be completed?
4. Who should received the forms and aggregate the results?
5. When should any discussion of the results be scheduled?
One final note: there is no eligibility for a pay increase with this evaluation since I am already at the top of
the range for my position.
Performance Evaluation
Rosemount City Administrator
Evaluation by
Major Areas of Responsibility
Seven major areas of responsibility are identified. Performance rating is based on the
standards outlined after each area is defined. The rating should be based on the overall
performance of that area. Specific comments can identify areas of concern or areas
where performance is outstanding.
Ratinit Levels
Please use one of the three levels to describe overall performance.
E = Exceed Expectations
Performance exceeds requirements for major accountabilities.
M = Meets Expectations
Performance meets requirements. Results are satisfactory.
B = Below Expectations
Performance needs improvement. Results are acceptable but not
satisfactory.
AREAS OF RESPONSIBILITY
I. Organizational Management
II. Fiscal/Business Management
III. Relationship with Mayor /Council
IV. Long Range Planning
V. Relationship with Public/Public Relations
VI. Intergovernmental Relations
VII. Professional/Personal Development
I. Organizational Management
Selects, leads, directs, and develops staff that evidence flexibility and adaptability.
Directs the organization so that services are provided as established by past and
current decisions of the Council. Directs and organizes the work that achieves the
goals and policies adopted by Council and developed by staff. Evaluates and
assigns appropriate staff to handle public requests, complaints or areas of concern
brought to the attention of staff by Council and staff. Evaluates best practices and
available technology for appropriate use by the organization.
Some examples of effective organizational management:
a. Employees at all levels are motivated, customer - service oriented and well
managed.
b. Supervisors and managers are well trained.
c. Complaints and requests referred from City Council are handled
expeditiously and with full communication to the customer and follow up
with Council members.
d. The organization is in tune with best practices and constantly evaluates
new methodology and technology for cost effectiveness and customer
satisfaction.
e. Makes most effective use of available staff talent.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
II. Fiscal/Business Management
The annual budget is prepared and presented with appropriate documentation in a
manner that conforms to guidelines adopted by the Council and this is readily
understandable for citizens. Administers the adopted budget within approved
revenues and expenditures. Develops reports for Council that provide the most
up -to -date data available concerning expenditures and revenue. Directs the
organization to encourage the most economic utilization of personnel /material/
equipment. Directs the maintenance of City -owned facilities and equipment.
Some examples of effective fiscal/business management:
a. Budget preparation and management are thorough and effective.
b. Cost - effective measures are persistently pursued.
c. Financial reporting is timely and readily understandable.
d. Physical facilities management maintains the longest life and highest
quality use of resources.
e. Needs are communicated to the Mayor /Council.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
III. Relationship with Mayor /Council
Maintains effective communications with the Mayor and Councilmembers. Is
available to Council, either personally or through designated subordinates.
Establishes and maintains an effective system of reporting to Council current
plans and activities of the staff and happenings in the City. Plans and organizes
materials for presentation to the Council in the most concise, clear and
comprehensive manner possible.
Some examples of effective City Council communication:
a. Materials, reports, presentations, and recommendations are clear and
convincing.
b. Communications are timely, forthright, and open.
c. Responses to requests are made promptly and are complete.
d. Recommendations are thoroughly researched.
e. Adequate information is provided to Council to make decisions.
f. A system is in place to report to Council current plans, activities, and
events of the City.
g. The City Manager can be depended upon to follow through.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
IV. Long -Range Planning
Maintains an awareness of new technologies, systems and methods related to the
provision of City services. Keeps Council advised of new and impending
legislation and developments in the area of public policy. Plans and organizes a
process of program planning in anticipation of future needs and problems.
Establishes and maintains an awareness of developments occurring in other
jurisdictions that may have an impact on the City. Plans, organizes, and maintains
a process for establishing goals to be approved or adopted by Council. Maintains
effective system of monitoring and status reporting.
Some examples of effective strategic planning:
a. A well - constructed long -range (strategic) plan is currently in operation.
b. Annual operational plans are carried out.
c. An on -going monitoring process is in operation to attain quality assurance
in program and project implementation.
d. Program evaluation and personnel evaluation are inter - related with the
strategic planning process.
e. Legislative knowledge is current and complete.
f. Measurable outcomes (to the extent possible) are used to determine
success in program planning.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
V. Relationship with Public/ Public Relations
Plans, organizes, and maintains training of employees in contact with the public
either by phone or in person. Ensures that an attitude of helpfulness, courtesy,
and sensitivity to public perception exists in employees coming in contact with
the public. Establishes and maintains an image of the City to the community that
represents service, vitality, and professionalism. Establishes and maintains a
liaison with private non - governmental agencies, organizations and groups
involved in areas of concern that relate to services or activities of the City.
Some examples of effective public relations:
a. Contacts with the media are timely and credible.
b. Publications are varied and consistently well- received by the citizens.
c. Feedback from the public and the community leadership is positive.
d. City has good image with comparable organizations.
e. Feedback from customers indicates timely, courteous service.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
VI. Intergovernmental Relations
Maintains awareness of developments and plans in other jurisdictions that may be
related to or affect City government. Establishes and maintains a liaison with
other governmental jurisdictions in those areas of service that improve or enhance
the City's programs. Maintains communications with governmental jurisdictions
with which the City is involved or interfaces.
Some examples of effective organizational management:
a. Effective interactions and relationships with municipal and professional
organizations.
b. Regarded as a leader by municipal officials.
c. Initiates good programs from other jurisdictions.
d. Positive relationship with surrounding cities.
e. Good cooperation with County and Stage agencies.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement:
VII. Professional/Personal Development
Is aware of and values broadening profession
Demonstrates imaginative leadership initiatives
Maintains a collaborative working relationship
leadership.
al and personal development.
Builds a cohesive staff.
with staff but is decisive in
Some examples of effective professional and personal development:
a. Management techniques show evidence of innovation, imagination, and
decisiveness.
b. Synergetic techniques are fostered.
c. Personal growth and development are a way of life and staff emulates
these practices.
Rating:
Exceeds
Meets
Below
Comments:
Suggestions for Improvement: